Should you leave your company after a public scandal ?

March 20, 2019

Should You Leave Your Company After a Public Scandal?

When your company makes headlines for the wrong reasons, should you look for a new job? To figure that out, understand the specifics of the scandal: Has the company acted to correct the problem? Are you innocent of any wrongdoing? Is the negative publicity likely to die down soon? If the answers are “yes,” you may not need to leave. Many companies weather small scandals — but be aware of how this one may affect your reputation. You should also consider your career prospects if you stay: Will you be able to keep growing at your current company? Is the scandal’s fallout hurting your job satisfaction? On the other hand, if the company’s actions (or inactions) violate your moral and professional code, you might want to take a stand and move on. If you do decide to leave, be ready to answer the obvious questions that hiring managers will ask. Prepare an “elevator pitch” that acknowledges the scandal and distances you from the bad behavior.

Adapted from “If Your Company Is Going Through a Public Scandal, Should You Leave?,” by Rebecca Knight

The Best Response to Negative Feedback Is a Simple One

April 9, 2019
The Best Response to Negative Feedback Is a Simple One
Many of us get defensive in response to negative feedback. We play the victim, sink into denial, or blame our circumstances — but these behaviors let our egos get in the way of important learning. Here’s a better way to respond, no matter what the feedback is or who’s giving it: “I really appreciate you taking the time and the effort to tell me. Thank you.” This response may seem simple (and it is), but it shows people you’re open to hearing what they have to say. As a result, they will be far more likely to speak directly to you when they have an issue, as opposed to going to your boss behind your back. That means you’ll have the chance to respond and improve the situation before it gets any worse. The added benefit? This response dramatically increases your ability to listen. When you stop defending against feedback externally, you stop defending against it internally, too.

Adapted from “13 Ways We Justify, Rationalize, or Ignore Negative Feedback,” by Peter Bregman

If Your Team Members Work Remotely, Find Ways for Them to Bond

April 8, 2019

If Your Team Members Work Remotely, Find Ways for Them to Bond

Remote workers often feel excluded from company culture. To build camaraderie on a geographically dispersed team, find meaningful ways for people to connect online. One effective approach is to have everyone watch the same TED talk, read the same book or article, or take the same online learning course, and then discuss it over videoconference. Kick off virtual meetings with an icebreaker question that has nothing to do with work (say, “How did you take your coffee this morning?”) to get people relaxed and talking. Another surprisingly helpful tool is video games — yes, video games. While it may sound odd, playing a game that forces people to collaborate and allows them to fail can have multiple benefits: building trust, encouraging them to speak up, and revealing how they navigate challenges together. Doing a group activity like this, even one that may not seem to belong on company time, can be great for team cohesion.

Adapted from “Ideas for Helping Remote Colleagues Bond,” by Kuty Shalev

Want to Be More Open-Minded?

January 22, 2019

Want to Be More Open-Minded?

Open-mindedness at work — about new products, strategies, business models — is one key to success. But how do you develop it? Research has found there are several things you can do. For one, travel, whether it’s to another country or somewhere closer to home. As you encounter ways of living that differ from the ones you know best, your brain will get better at accepting new approaches and ideas. For a cheaper option, read fiction. Books can train your brain to be curious about others’ experiences and opinions. Another low-cost option is mindfulness meditation, which has been shown to help people be willing to revise their ideas. And if you’re someone who tends to get stuck in their ways, there’s a simple trick you can try: Start sentences with “I could be wrong, but…” This conveys your openness to others and forces you to start conversations with a willingness to change your mind.

Adapted from “A New Way to Become More Open-Minded," by Shane Snow

Stress Doesn’t Have to Short-Circuit Your Creativit

January 24, 2019

Stress Doesn’t Have to Short-Circuit Your Creativity

When you’re stressed out, it’s hard to decide what to eat for dinner, let alone get work done. How can you produce ideas when you’re feeling this way? First, take a breath and relax. Trying to force yourself to be creative will only lead to more frustration. Instead of thinking, “I must be creative right now,” tell yourself, “I’m going to play around with some ideas.” Then do an activity that will let your mind wander. Going for a walk or napping, for example, naturally loosens up your brain, which can lead to new insights. If you still feel stuck, give yourself more material to work with: Read about the topic you’re tackling, take a field trip to observe other people’s solutions to similar problems, or talk to experts. Above all else, give yourself time. You’ll have a much better chance of success when you let creative thoughts percolate.

Adapted from “How to Be Creative When You’re Feeling Stressed," by Elizabeth Grace Saunders

Overcome Your Fear of Failure by Redefining It

January 25, 2019

Overcome Your Fear of Failure by Redefining It

The fear of failing at something — of doing it wrong, looking foolish, or not meeting expectations — can be paralyzing. But avoiding challenges that make you anxious isn’t going to help you grow. To overcome your fear of failure, redefine what the concept means to you. For example, instead of thinking about failure (or success) in terms of what you achieve, reframe it in terms of what you learn. No one gets everything right, and a “failure” can still provide invaluable experience for the future. It’s also important to focus on what you want to do rather than what you want to avoid. When you’re dreading a tough task, you may unconsciously set goals around what you don’t want to happen. Creating a “fear list” can help: Write down the challenge’s worst-case scenario, how you can prevent it, and how you’ll respond if it comes true. Creating a plan for a bad outcome can give you the courage to move forward.

Adapted from “How to Overcome Your Fear of Failure," by Susan Peppercorn

When Networking with Social Media, Be Polite and Get to the Point

March 26, 2019

When Networking with Social Media, Be Polite and Get to the Point

Social media is an effective tool for expanding your network, but reaching out to people you don’t know can be awkward. You’ll have a better chance of success if you prioritize people who are close to your level in their careers. This network will grow in seniority with you and can connect you with opportunities down the line — and peers are more likely to respond than someone in the C-suite anyway. Make sure your initial message is brief and personal; approach it as you would a handwritten note. Think of the three points you want to convey, and let your natural voice come through. If you and the person have something in common, like a shared interest or mutual friend, mention it. It’s also a good idea to be direct (and polite) about what you’re looking for. If you’re seeking advice, for example, you can say, “I’m struggling with a business problem and would love to find out what you think. Can I buy you coffee?”

Adapted from “The Best Ways to Use Social Media to Expand Your Network,” by Doug Camplejohn

Leaders, Make It Safe for Employees to Give You Honest Feedback

February 14, 2019

Leaders, Make It Safe for Employees to Give You Honest Feedback

Just like everyone else, leaders need honest feedback to grow. But what leaders hear is often vague, or isn’t tied to specific behaviors, which means it isn’t very useful. One way to get feedback that will help you improve is to build a culture where it’s safe for employees to be honest. 
Show colleagues that you want to know what they think, even when — especially when — they might hesitate to tell you. You can do this by asking open-ended questions and listening carefully to the answers: “What did you hear when I shared my strategy?” or “How did it feel to you when I sent that email?” 
(1) Tell your team that you want both positive and negative comments, and then resist the urge to respond to what they say — even if you disagree, simply listen and reflect. Lastly, thank your team for their honesty, and use their feedback to make necessary changes.

Adapted from “How Leaders Can Get Honest, Productive Feedback," by Jennifer Porter

To Be More Productive, Become More Efficient

February 13, 2019

To Be More Productive, Become More Efficient

Do you find yourself struggling to finish your to-do list — even after prioritizing, planning, and delegating? 
If so, consider whether you could work more efficiently. Small changes to your work style could end up saving you hours each week.
 For instance, before eagerly jumping into a new project, talk to stakeholders about their expectations so that you know what to prioritize. Maybe they want a detailed project plan, but maybe a rough outline would get the job done too. It’s also helpful to ask yourself if you could reuse any past work to complete the project at hand. Say you’re preparing a presentation to senior leaders — can you pull language from the proposal it’s based on, or draw on other materials to flesh it out? Lastly, use timeboxing to organize your efforts: 
Decide in advance how long you will spend on each task, and stick to it. Even if you don’t finish everything in the allotted time, timeboxing will help you focus for short bursts of productivity.

Adapted from “5 Strategies for Getting More Work Done in Less Time," by Elizabeth Grace Saunders

To Battle Loneliness, Encourage Remote Employees to Work from the Office Sometime

February 4, 2019

To Battle Loneliness, Encourage Remote Employees to Work from the Office Sometimes

Many people enjoy the convenience that flexible and remote work bring, but sitting at your kitchen table day after day can get lonely. To help your employees feel connected to each other, consider establishing an “in-the-office” day each week, when remote employees are encouraged to come in. Whether they attend meetings or just eat lunch with colleagues, having this weekly touchpoint can make them feel more engaged. For remote workers who can’t come in regularly, a monthly or quarterly visit can go a long way toward maintaining their relationships with coworkers. Their visits will have travel costs, of course, but the benefits to the team will likely outweigh them. It’s also critical that managers guard against any stigma that might make remote workers feel ostracized and further isolated. Be sure everyone knows that working from home is an accepted business practice, not something to frown upon.

Adapted from “Helping Remote Workers Avoid Loneliness and Burnout," by Jennifer Moss

Leading a Big Team Is Different from Leading a Small One

April 3, 2019

Leading a Big Team Is Different from Leading a Small One

As your team grows in size, your leadership style needs to adapt — and you’ll probably find that it becomes more indirect. For example, on a five-person team, you can develop a close relationship with each individual; on a 30-person team, that’s nearly impossible. Since you can’t give everyone the attention they deserve, it’s important to hire or develop other leaders to manage the people you can’t. You should also accept that prioritizing and delegating are the new normal. The more you look after, the more likely it is that some projects won’t be going as well as they could. Figure out where you really need to spend your time, and get used to trusting your team to handle things without your direct involvement. Some decisions will be made without your input, and tasks may be done with a method different from yours. That’s OK. A big part of managing at scale is learning to find the right balance in these types of situations.

Adapted from “As Your Team Gets Bigger, Your Leadership Style Has to Adapt,” by Julie Zhuo

How to Land a Teaching Gig

March 19, 2019

How to Land a Teaching Gig

Many executives are intrigued by the idea of teaching, whether as a new career opportunity or as a side gig. But landing a position as an adjunct professor can be tricky. Start by identifying leads. Make a list of people you know at the universities you’re interested in; even a tenuous connection might be able to vouch for you. If you don’t have any leads, do some research on relevant people you could reach out to, such as department chairs. Once you’ve figured out who the right person is, write your email pitch. It should include a short bio that explains why you’d be a good teacher; your credentials, awards, and publications; and what you want to teach. Use the school’s class lists to identify holes in the curriculum. You’ll also need to prepare a CV and a syllabus. The CV is a much more detailed version of your résumé. The syllabus should detail the topics you’ll cover and the order you’ll teach them in. You can find examples of both online.

Adapted from “How Executives Can Build a Side Career in Teaching,” by Dorie Clark

Before a Tough Conversation, Prepare, Prepare, Prepare

March 13, 2019

Before a Tough Conversation, Prepare, Prepare, Prepare

Difficult conversations are never fun, but preparing for them can help you ensure they’re productive. Start by identifying your motives. What do you want out of the conversation — for you, the other person, and any stakeholders involved? Knowing your goals is a good way to keep the meeting on track if emotions rise. Next, gather facts to support your position. If you’re about to ask for a raise, for example, write down notes on how you’ve grown in your role. If you’re going to give someone tough feedback, bring examples of their work and behavior. Be ready to defend your point of view and explain how you came to it. And think through any stories you’re telling yourself about the other person. Do you see your boss as “the enemy” because she can grant or deny your raise request? Consider what your manager will care about in the conversation, and use that to plan how you’ll address her concerns.

Adapted from “4 Things to Do Before a Tough Conversation,” by Joseph Grenny

If an Employee’s Disorganization Is Causing Problems, Help Them Understand Why

March 14, 2019

If an Employee’s Disorganization Is Causing Problems, Help Them Understand Why

Managing a disorganized employee can be a maddening experience — especially if their bad habits are hurting the team. To address the problem, help your direct report understand the ripple effects of their disorganization. Maybe they keep missing deadlines; maybe they’re causing other team members to fall behind; or maybe it just looks bad to clients. Detailing the consequences of their behavior will drive home the importance of staying on top of meetings, calendars, and email. Talk to your employee about ways to remedy the situation too. If you have a good system for staying organized, walk the person through it. Show them how you handle your to-do list and how you file, label, and review things. You could also start a team-wide discussion about organization to exchange tips — but remember to let people be themselves in how they approach their job. Everyone is different, and what works for one person may not work for another.

Adapted from “How to Manage Someone Who Is Totally Disorganized,” by Rebecca Knight

3 Work Skills That Are Useful at Home, Too

March 15, 2019

3 Work Skills That Are Useful at Home, Too

Is your home life more chaotic than your work life? If so, you’re not alone, and some of the skills you use in your job can help.

(1) Planning and scheduling. 
Do you struggle to finish your personal to-do list? Block out time in your calendar for the things you need to get done (even mundane tasks like laundry and errands). You’ll feel more in control and more productive.
(2) Decision making.
 is about understanding how your actions affect other people. To improve, pay attention to how your colleagues react to things, and ask yourself (or them) what could be behind their behavior.
(3) Putting people first. 
At work, would you idly check your phone while a client speaks? Of course not — and our families deserve the same respect. Try to give people your full attention at home, even after a long day of work. It will help you feel more connected to the ones who matter most.
Adapted from “To Have a Happier Home Life, Treat It a Little More Like Work,” by Whitney Johnson

Keep a Difficult Conversation on Track

July 24, 2018

Keep a Difficult Conversation on Track

Sometimes, despite your best intentions, a difficult conversation veers off course. Maybe your counterpart’s emotions are making progress hard, or the conversation keeps drifting away from the topic at hand. Assess the situation by taking a deep breath, mentally popping out of the conversation — as if you’re a fly on the wall — and objectively looking at what’s happening. You might even describe it to yourself (in your head): “Every time I bring up the sales numbers, he raises his voice.” Next, state what you’re observing in a calm tone: “It seems as though whenever the sales numbers come up, you raise your voice. Can you help me understand why?” 

Then suggest a new approach: “If we put our heads together, we could probably come up with a way to move past this. Do you have any ideas?” Returning the conversation to its original goal may be enough to get it back on track.

Adapted from the “HBR Guide to Dealing with Conflict,” by Amy Gallo

When You’re Put on the Spot in a Meeting, Don’t Panic

July 20, 2018
When You’re Put on the Spot in a Meeting, Don’t Panic
Being put on the spot during a meeting can be an unwelcome surprise. But if you’re prepared to speak up and say something useful, you can turn it into an opportunity to show your expertise. Before your next meeting, look through the agenda and write some notes about questions you have and any points you might raise. If you’re called on in the meeting, speak slowly and confidently, and introduce your comments with some context so that colleagues know where you are headed. Of course, if someone asks you a question that catches you off guard, don’t be afraid to say you don’t know the answer. Practice some simple responses for these moments: “I don’t have that information, but I will get it to you by 1 PM.” And always end by asking, “Did I answer your question?”

Adapted from “How to Respond When You’re Put on the Spot in a Meeting,” by Paul Axtell

Leaders, Does Your Team Want You to Be Humble?

July 10, 2018
Leaders, Does Your Team Want You to Be Humble?
Should leaders be humble? We often say yes, leaders should display humility — but there is no shortage of people who have risen to the top of an organization without it. Why the disparity? Research finds that it has to do with what team members expect. If employees prize egalitarianism, a leader who shows humility can promote creativity and open communication. On hierarchical teams, however, employees are likely to expect their leader to take charge and make important decisions. In these circumstances, humility can look like weakness or indecisiveness. In fact, a humble leader can cause these employees to feel psychologically unsafe, making them hesitate to take risks and speak up. This doesn’t mean a leader shouldn’t display humility at all; rather, it’s important to balance authority and humility. Pay attention to the values your team holds and adjust your behavior accordingly.

Adapted from “Research: When Being a Humble Leader Backfires,” by Jia Hu et al.

Importance of B Players in the Team

November 21, 2018
Your B Players Deserve Your Attention, Too ! 

Every manager would love to have a team of A players, but that’s probably not realistic. You’re almost always going to have a mix of performers on your team, so make sure you’re not ignoring your B players. These employees can be selfless, dedicated employees who fill important roles, but often they don't get the attention they deserve. 
Make sure you’re giving them enough support and guidance by learning about their concerns, preferences, and work styles. It’s a good idea to occasionally reassess their job fit to make sure they're in roles that draw on their strengths. And don’t overlook someone's talents just because the person is quiet or reserved, or because they don't fit your idea of what a leader should act like. Some B players aren’t comfortable in the spotlight but thrive when they’re encouraged to complete a project or to contribute for the good of the company. When they have the motivation and the encouragement they need, B players can turn in an A+ performance.

Adapted from "How to Retain and Engage Your B Players," by Liz Kislik

CEOs: Do You Know What You’ll Do After You Retire

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November 19, 2018
CEOs: Do You Know What You’ll Do After You Retire?

When senior executives retire, there is no shortage of activities to occupy them — serving on boards, mentoring others, being with family. In fact, deciding what to do with your time can be a bit overwhelming. To ease the transition into retirement, think through your priorities: Where do you want to focus your time and effort when it comes to business, philanthropy, and family? That way, when opportunities come up, you can assess how they fit your goals. Write down the number of hours per day, and days per year, that you want to work. (Budget a little extra, since having a portfolio of activities can lead to unexpected time requirements.) Be sure to allot time for family and your hobbies so that they don’t get crowded out by work commitments. And don’t be afraid to say “no,” or at least “maybe,” to new opportunities. Take it slow, and see what other offers come your way before committing.

Adapted from "The CEO’s Guide to Retirement," by Marc A. Feigen and Ron Williams

Encourage Employees to Learn by Sharing Your Own Growth

November 16, 2018
Encourage Employees to Learn by Sharing Your Own Growth

As a manager, it’s your job to make sure everyone on your team keeps learning. But beyond encouraging people to take classes and go to conferences, how do you do it? A good starting point is to talk about your own development. When managers open up about their personal areas for improvement, it becomes more acceptable for everyone else to do the same. Ask yourself these questions, and share the answers with your team: “What areas do I need to grow the most in? What insights have I found helpful in accomplishing these goals?” And when you come back from a workshop or training, don’t resort to the typical “It was interesting” summary — be specific. For example, you might say, “I thought I was a good listener, but now I can see that this is a growth area for me. The training showed me new ways to interact with others, and although they aren’t necessarily comfortable for me, I’m going to try them out.”

Adapted from "Make Sure Everyone on Your Team Sees Learning as Part of Their Job," by Kristi Hedges

Shift Your Perspective at Work by Telling Yourself a Different Story

November 5, 2018
Shift Your Perspective at Work by Telling Yourself a Different Story
We all tell ourselves stories about work, and these stories shape the way we think, lead, and make decisions. For instance, if the story that runs through your head all day is “Everything’s a battle in this office,” you’re more likely to expect hostility and be primed to attack. Negative stories like this one generally don’t help you, so consider shifting to a new narrative. Start by identifying a challenge you’re facing, and then ask: “What is the basic story I’m telling myself about this issue?” Consider how the story is affecting you and your team. Is it constraining or liberating? If the latter, think about what you’d like to change and how your story needs to shift. What reimagined (and true) version of the story would be more useful for pursuing your goals or doing things differently? Rewriting a story is often a matter of choosing to see a situation from a different, more-positive, perspective.

Adapted from "To Make a Change at Work, Tell Yourself a Different Story," by Monique Valcour and John McNulty

How to Approach an Office Romance: Very Carefully

February 21, 2019

How to Approach an Office Romance: Very Carefully

Lots of people meet their spouse or partner at work, but dating a coworker can get complicated fast. Before moving forward with an office romance, think through the risks. There’s a chance the relationship won’t work out, of course, which could make things awkward at the office. Some companies prohibit employees from dating at all, or require disclosures, so be sure to investigate the policies at yours. It’s best not to date a manager or subordinate, as conflicts of interest will undoubtedly arise. And it’s a good idea to consider how the relationship may look to colleagues, especially if you and your romantic interest are at different levels in the organization. Even if you’re at the same level, think about whether the relationship could affect your reputation — if you make decisions about the person’s work, for example. After weighing the risks, if you decide to pursue the relationship, set some boundaries. Have a conversation about when and how you two will talk about work and about your personal lives.

Adapted from “How to Approach an Office Romance (and How Not To)," by Amy Gallo

Want to Read Books More? Read Your Phone Less !!

Want to Read Books More? Read Your Phone Less !! 

Maybe you think you don’t have enough time to read books. 
But consider how many texts, emails, and tweets you read each day — and how much time you’d get back by cutting some of that out of your life. 
Making your phone less addictive can help.
 Move all apps off the main screen so that your phone is blank when you open it. Use Do Not Disturb to quiet your notifications. If your screen is cracked, leave it that way. 
And for a real challenge, keep your charger in the basement (or anywhere hard to reach). Next, change your reading habits. 
Instead of using a Kindle or an iPad, try paper books.
 They immerse you in the story, they show off what you’re reading to others — and best of all, they don’t interrupt you with text messages. 
To motivate yourself, remember: Research has shown that reading makes us more empathetic, compassionate, and understanding.
Courtesies :  “8 Ways to Read the Books You Wish You Had Time For,” by Neil Pasricha & Harvard Business Review 

Want to Read Books More? Read Your Phone Less

April 24, 2019

Want to Read Books More? Read Your Phone Less

Maybe you think you don’t have enough time to read books. But consider how many texts, emails, and tweets you read each day — and how much time you’d get back by cutting some of that out of your life. Making your phone less addictive can help. Move all apps off the main screen so that your phone is blank when you open it. Use Do Not Disturb to quiet your notifications. If your screen is cracked, leave it that way. And for a real challenge, keep your charger in the basement (or anywhere hard to reach). Next, change your reading habits. Instead of using a Kindle or an iPad, try paper books. They immerse you in the story, they show off what you’re reading to others — and best of all, they don’t interrupt you with text messages. To motivate yourself, remember: Research has shown that reading makes us more empathetic, compassionate, and understanding.

Adapted from “8 Ways to Read the Books You Wish You Had Time For,” by Neil Pasricha

Management Tip : Leading Office Meetings

23 April 2019 
Management Tip : Leading Office Meetings 
Give Your Team Permission to Speak Their Minds in Meetings

" When people feel safe enough to speak their minds in meetings, everyone benefits: 
Employees get to be honest, and managers get to hear what their team members really think.
 Leaders can invite candid conversation by doing two things. 

First, focus on permission. Give people permission to say or ask anything they want. 
Sometimes in meetings it’s unclear who is allowed to say what, or which topics people can and can’t ask about. Discuss these things with your team up front. And ask your team for permission to LEAD the meeting — whether that means  (a) calling on people who haven’t spoken, or (b) keeping the conversation on track, or (c) holding people back -  if they’re talking too much ! 

Second, create psychological SAFETY . Everyone has had the experience of not feeling heard or respected; show your team that won’t happen in your meetings. 
Ask the group to devote their full attention to whoever is talking, to not interrupt each other, and to highlight the value in other people’s contributions. 
Courtesy : Harvard Business Review 

After a Conference, Put All Those Business Cards You Collected to Use

January 30, 2019

After a Conference, Put All Those Business Cards You Collected to Use

We all know the networking benefits of going to a conference. But to reap those benefits, you have to follow up with the people you met. Luckily, a small amount of effort can help you maintain those new connections. Block an hour on your calendar as “processing time” after the conference. 
Go through your briefcase, pockets, and travel bag, and gather all the business cards you collected from others. Then capture each person’s details in an app or spreadsheet, and identify your goal for the relationship. 

Separate people into three categories: 
those you have a specific reason to follow up with, those you’d like to build a deeper relationship with, and those who are generally interesting but don’t fall into the other categories. You can’t invest equally in all connections, so send quick notes to the people in the first and third categories, and spend time figuring out how to connect on a deeper level with those in the second.

Adapted from “How to Follow Up with People After a Conference," by Dorie Clark

If You’re Underperforming, Be Honest with Your Boss

February 15, 2019

If You’re Underperforming, Be Honest with Your Boss

It’s normal to underperform from time to time. After all, everyone has bad weeks — or even months. But don’t just sit back and wait for a painful performance review; be proactive and talk with your manager about what’s going on (before they have a chance to discover it on their own). Explain your view of things in straightforward, direct terms. 
Talk about whether your underperformance is a one-off situation or an ongoing trend, as well as whether external factors are involved. But don’t make excuses — take responsibility. It may be appropriate to express contrition, in which case a sincere “I’m sorry” goes a long way. 
And then segue into how you can make things right going forward. Focus on this last part — what you can do to correct the situation — to show that you’ve thought carefully about a solution. You can also ask your boss for their advice on next steps, which will show that you respect their opinion.

Adapted from “How to Talk to Your Boss When You’re Underperforming," by Rebecca Knight

Weave Learning into Your Everyday Work

February 27, 2019
Career Tip 
Weave Learning into Your Everyday Work

We all need to keep learning new things to grow in our careers. But sometimes the urgency of our schedules gets in the way. 

To find time for learning, make it a part of your day-to-day tasks. 
(1) One way to do this is to look for ways to pick up skills from those around you. 
Notice how your boss handles a negotiation; ask sales people about industry trends; get feedback from your peers after you give a presentation. Of course, there will be times when something piques your interest but you’re too busy to explore it. 
(2) When this happens, try creating a “TO-LEARN” list: 
write down concepts, ideas, and practices that you want to return to at a later time.
 And create a learning channel for your team, whether it’s through Slack, SharePoint, or somewhere else. Add links to resources you’ve found valuable — it will encourage your colleagues to do the same.
Courtesy : Harvard Business Review 

To Retain a New Hire, Make Them Feel Welcome Right Away

March 7, 2019

To Retain a New Hire, Make Them Feel Welcome Right Away

It’s exciting to welcome a new hire to the team, but how do you make the person want to stay? One way to reduce turnover is to help new employees feel welcome from day one. Don’t assume they’ll figure things out on their own — make time to talk about their goals, your priorities, and how the company works. A weekly check-in is ideal, but if that’s not doable you can find other ways to catch up face-to-face. Even walking to meetings together can help build rapport. Your team can be helpful too. Have everyone discuss team norms together so that there’s no confusion about what’s expected of people. And push veteran employees to ask for the new person’s opinion in meetings, to ensure everyone is being heard. There is a small window of time when newcomers can share valuable insights as an “outsider,” so take advantage of it.

Adapted from “How to Make Sure a New Hire Feels Included From Day One," by Sabina Nawaz

If an Employee Has Too Much Grunt Work, Shake Up Their Routine

November 26, 2018
If an Employee Has Too Much Grunt Work, Shake Up Their Routine

Every job contains some grunt work. If you manage someone who thinks they have more than their fair share, consider ways to change up their responsibilities. You might, for example, impose a time constraint on an unglamorous task: Tell them the previous week’s data needs to be compiled and reported by Monday at 4 PM. Expect some pushback, since the employee is likely to say they can’t complete the work in half the time. But ask them to at least try — a time constraint can turn an unexciting task into an engaging challenge. 

You should also consider assigning them some new work. Giving them more-exciting projects will compel them to get through their lower-value work more quickly. And share the burden: If employees see you doing grunt work, they’ll be less likely to complain about it.

Adapted from "How to Help Your Team Manage Grunt Work," by Whitney Johnson

Don’t Leave a Job You Love Without Saying Goodbye

December 31, 2018
Don’t Leave a Job You Love Without Saying Goodbye

Even when you love a job, sometimes you recognize that it’s time to move on. Whatever your reason for leaving, don’t give your two weeks’ notice and rush out the door. Take the time to say goodbye to the people and spaces that have been important to you. When you do a certain task, attend the all-hands meeting, or even look out your favorite window for the last time, stop for a moment and acknowledge it. And be sure to have a proper farewell with the coworkers you value most. Remember that you aren’t saying goodbye forever; those connections will continue, and can even develop in new ways. Of course, it’s OK to be sad about what you’re losing, even as you celebrate what’s coming next. Feeling sad might make you wonder if you are making a mistake. But maybe it just means that, for a period of time, you were lucky enough to have a job you really enjoyed.

Adapted from “How to Leave a Job You Love,” by Gianpiero Petriglieri

Getting Better at Something Requires Commitment

January 2, 2019
Getting Better at Something Requires Commitment
We all want to get better at something. Maybe you’d like to be a more inspiring leader, be more productive, or take more risks. But ask yourself two questions. First, do you really want to do better? Presumably the answer is “yes,” but if you’re looking to improve because, say, your boss wants you to, be honest about that. Change will happen only if you’re committed to it. Second, are you willing to feel the discomfort of trying things that don’t work right away? Learning anything new is inherently uncomfortable, so be prepared to feel a little awkward. You will make mistakes. You may feel embarrassed or ashamed, especially if you are used to succeeding. But if you remain committed through all of that, you will get better.

Adapted from “If You Want to Get Better at Something, Ask Yourself These Two Questions,” by Peter Bregman

When You Want to Gossip About Someone at Work, Stop and Ask Yourself Why

January 8, 2019
When You Want to Gossip About Someone at Work, Stop and Ask Yourself Why
We all get frustrated with colleagues from time to time. But complaining about a coworker behind their back can be destructive. It erodes trust on the team, risks hurting the person’s feelings, and makes you look bad. The next time you’re tempted to complain about someone, stop and ask yourself why. If it’s to justify your feelings or to confirm that you’re right, don’t do it. On the other hand, if you’re having a problem with a coworker and want someone else’s take on the issue, or you want to brainstorm helpful solutions, then go for it. And when someone comes to you for a gripe session, pivot the conversation away from complaining and toward problem solving. You can also adopt a “tell them first” policy with your colleagues, meaning you’ll let someone vent to you about a coworker — as long as they’ve already talked to that coworker about the issue.

Adapted from “Stop Complaining About Your Colleagues Behind Their Backs," by Deborah Grayson Rie

After a Vacation, Approach Your To-Do List Thoughtfully

January 3, 2019
After a Vacation, Approach Your To-Do List Thoughtfully
Coming back from vacation can be painful. But you can do a few things to make the return easier. Use your first 30 minutes in the office to look through what’s on your to-do list and make a plan for it. Keep in mind that what’s most urgent now may not be what was most urgent before your time away. Check in with key people to discuss what you missed and what needs your attention. Thank anyone who covered for you, and ask them what they need from you now. If you have to read all the emails that came in while you were away, start by scanning your inbox for key names — your boss’s or a big client’s — and read those first. And as you resume work, don’t let the vacation glow fade. Take moments to remember the best experiences of your time away, and use them to tap into the joy or calm you need to stay energized.

Adapted from “How to Minimize Stress Before, During, and After Your Vacation,” by Tristan Elizabeth Gribbin

The 3 Kinds of People You Want on Your Big New Project

January 4, 2019
The 3 Kinds of People You Want on Your Big New Project

When you’re staffing a high-profile project, you want an all-star team. But it’s not enough to put your high performers on the task. 

There are three types of people who should be on the team of any breakthrough initiative. 
First, look for employees who are comfortable with uncertainty. You need individuals who will remain curious and focused even when the project is far from the end goal.
 Second, be sure you have people who create structure within chaos and take action. These workers can drive a team forward even when circumstances change. 
Finally, find employees who have a combination of three critical traits: 
(1)divergent thinking (the ability to connect seemingly unrelated information and ideas); 
(2) convergent action (the ability to execute on ideas and create something tangible); and
(3)  influential communication (the ability to share knowledge in a coherent, compelling way). 
Lots of people have one of these critical traits, but your project team needs employees who have all of them.
Courtesies :  “If Your Innovation Effort Isn’t Working, Look at Who’s on the Team,” by Nathan Furr et al & Harvard Business Review 

You Can Find Meaning Even in Tasks You Don’t Enjoy Doing

December 12, 2018
You Can Find Meaning Even in Tasks You Don’t Enjoy Doing

We all have parts of our jobs that aren’t fun. But even an unpleasant task can have meaning if you search for it. 
Try this exercise. Think about an activity that you don’t always enjoy doing — delivering performance reviews, for example. Now ask yourself why you do it, but ask 4 times. 

The first time you ask “Why do I do this?” you might answer, “Because I have to” or “I want to let my people know where they stand.”
 Then ask a second time: “Why do I want to let my people know where they stand?” The answer here might not be inspiring: “Because it’s part of my job.” But the answer might also start to sound more meaningful: “So that people can know how they can reach their career goals.” 

Then ask a third time: “Why do I care if people know how to reach their career goals?” 

Continue for one more iteration. By the fourth round, you’re likely to uncover a meaningful reason behind the activity — and a motivation for doing it well.

Adapted from “The Most Powerful Lesson My Cancer Taught Me About Life and Work,” by Dan Cable

When Building a Business, Be Selective About the Work You Take On

December 13, 2018
When Building a Business, Be Selective About the Work You Take On
When you’re building a business, it’s obvious that you want to find lucrative projects. What’s less obvious is that, at a certain point, saying yes to all opportunities — even profitable ones — may actually thwart your future success. Why? If you take on too much, you’ll become spread too thin and risk prioritizing money over other important factors, such as learning. In the early days of your business, a project that tests and expands the limits of your skills is exactly what you should be looking for. But after a while, things that used to be novel no longer seem so interesting — and that’s when it’s tempting to say yes to something just for the money. Make sure to ask yourself: “Do I really want to do this project? Paycheck aside, will it help me reach my goals?” Sometimes, to preserve your happiness, it’s OK to say no to the money.

Adapted from “When to Turn Down a Lucrative Opportunity,” by Dorie Clark

When Offering Your Team Training Is a Bad Idea

December 24, 2018

When Offering Your Team Training Is a Bad Idea

Every good manager wants their team to have the skills to succeed. So it makes sense to invest in training, right? Not so fast. Training can be powerful when it addresses an underdeveloped skill or knowledge deficit. But too often managers turn to training or formal learning when it won’t actually solve the problem it’s meant to. When is training worth trying? First, be sure your internal systems support the newly desired behavior. For example, training in proactive decision making won’t help employees if senior leaders make all the decisions in your company. Second, there needs to be a commitment to change. If your team isn’t willing to address a problem’s root cause, training won’t have the intended benefit. Third, the training needs to be connected to strategic priorities. If employees can’t see how what they’re learning relates to where the company is headed, you’ll waste your money — and their time.

Adapted from “When Companies Should Invest in Training Their Employees — and When They Shouldn’t,” by Ron Carucci

Don’t Just Have a To-Do List — Timebox It

January 29, 2019
Time Management 
Don’t Just Have a To-Do List — Timebox It

The only thing worse than having a long to-do list is not knowing how you’re going to get everything done. Timeboxing can help: It’s a way of converting your to-do list into blocks of time on your calendar, so you have a plan for what to do and when. Start by looking at your to-do list and figuring out each task’s deadlines. 

For example, if a promotional video has to go live on a Tuesday, and the production team needs 72 hours to incorporate your edits, then put a hold on your calendar at least 72 hours before Tuesday.
 Repeat for each item on your to-do list. If you work on a team where people can see one another’s calendars, timeboxing has the added benefit of showing people that the work will get done on time. But the biggest advantage of timeboxing might be that it gives you a feeling of control over your calendar — which can help you feel happier at work.

Adapted from “How Timeboxing Works and Why It Will Make You More Productive," by Marc Zao-Sanders

Coaching an Employee Whose Behavior Seems Incurable

February 12, 2019
Coaching an Employee Whose Behavior Seems Incurable

How do you coach an employee who seems beyond help?
 Maybe the person is arrogant, is tactlessly blunt, or lacks empathy. 

Sometimes you actually can’t help them — but it may be that their behavior is misunderstood or misdiagnosed. 
To make sure you have an accurate view of the person, check your assumptions and judgments. Look beyond the obvious symptoms and think about what might underlie their destructive behavior. 

Observe patterns and notice when there are breaks in those patterns; these deviations can provide important clues. Consider, for example: Are there certain people this person works with especially well or poorly? Specific circumstances in which they shine or falter? Why is that the case? And then come up with a broad range of ways to help the employee. Until you identify what’s really causing the problem, it’s hard to be sure about how to fix it. Avoid one-size-fits-all approaches, and think through what the employee truly needs in order to improve.

Adapted from “When a Leader Is Causing Conflict, Start by Asking Why," by Ron Carucc

When Starting a Side Hustle, Focus on the Right Things

November 1, 2018
When Starting a Side Hustle, Focus on the Right Things
A side gig can be a great source of extra income, but when you’re launching one it’s easy to focus on the wrong things. For example, you shouldn’t be fretting over how much to pay for a fancy logo or website, or whether to incorporate as an LLC or an S corporation. In the early stages, those things aren’t critical. What is critical is determining whether you even have a business — meaning, do customers want to buy what you want to sell? Run a small, inexpensive test to see if there’s preliminary interest: If you’d like to write a book about a particular topic, write a blog post and see what the response is. If you’d like to start a coaching practice, take on a pro bono client and see how it goes. Most successful businesses do eventually need a nice website and a proper legal structure, but those complex and expensive steps can wait until after you’ve proven your idea.

Adapted from "How to Get Your Side Hustle Off the Ground," by Dorie Clark

When Announcing Change, Explain How It Will Make the Company Better

October 24, 2018
When Announcing Change, Explain How It Will Make the Company Better
Changes can make employees nervous. Whether you’re announcing an acquisition, a reorg, or a new HR policy, people often need help processing the information. Make the announcement go more smoothly by explaining the reason behind the change. Give the background on what’s not working and why the new plan will alleviate that organizational pain point. For example, talk about how customers have been hurt or how the business is incurring extra expenses, and explain exactly how the change will solve the problem. Also, discuss how the change will affect people on an individual level; employees’ first reaction is often to ask, “What does this mean for me?” Don’t sugarcoat any inconveniences the change will bring. And avoid the urge to say that delivering the news is hard for you — that may sound manipulative. Instead, demonstrate humility and responsibility, and focus on what your employees need.

Adapted from "How to Tell Your Team That Organizational Change Is Coming," by Liz Kislik

Get. More. Sleep.

October 31, 2018
Get. More. Sleep.
When you’re tired, you’re less effective at your job — it’s as simple as that. To prioritize sleep, start by accepting that working more doesn’t necessarily mean you’re doing better work. Sleep deprivation takes a toll on your cognitive abilities, whether you notice the effects or not. Your caffeine consumption can be a good litmus test: If you need coffee just to make it through the morning, or even the afternoon, that may be a red flag. Make a plan for how you’re going to sleep more. Some simple ideas: Set an alarm for when you’ll put down your work and leave the office. Stop using devices at least an hour before you go to bed. (Maybe even go to bed early once in a while.) Start the day with a short to-do list of essential tasks — and once it’s done, go home. Remember, there will always be more work to do tomorrow.

Adapted from "You Know You Need More Sleep. Here’s How to Get It.," by Christopher M. Barnes

Build a Network That Challenges Your Point of View

November 6, 2018
Build a Network That Challenges Your Point of View
When your network is mostly people whose backgrounds and skill sets are similar to yours, it’s unlikely to help you find new ideas or creative solutions. Diversify your network by connecting with people whose viewpoints, insights, and experiences differ from your own. When you meet someone new, talk about what you don’t have in common. Ask friends to introduce you to their contacts who have an interesting job or who work in a unique space. In particular, try to meet people who will challenge your assumptions and biases. If you’re struggling to build your network in the usual ways, create a reason to bring a diverse group together. For example, a monthly book club can give you the chance to hear a variety of perspectives, as well as to read authors you wouldn’t normally pick up. By making a concerted effort, you can develop a network that both inspires you and pushes you to expand your thinking.

Adapted from "How to Diversify Your Professional Network," by Amy Nauiokas

When You Have to Fire Someone, Be as Humane as You Can

November 9, 2018
When You Have to Fire Someone, Be as Humane as You Can
For managers, the standard procedures for firing someone tend to be about the legal issues involved. But it’s worth thinking about how the firing process itself can be more humane to the employee. (Remember, if you deviate from your company’s procedures, you should talk to HR about what’s happening.) For example, when you know you’re going to fire someone, you might consider telling them so that they can start a job search. You could allow them some time to go on interviews during work hours. You can even offer to review their résumé, make introductions, and serve as a reference. After all, even though the person isn’t a good fit for your company, they may be a great fit for another one. Being fired is a terrible experience for an employee, but by being transparent and thoughtful, managers can make it a little more humane.

Adapted from "When You Have to Fire Someone, Be as Humane as You Can," by David Siegel

If a New Hire Is Struggling, Give Them a Clear Plan to Improve

November 14, 2018
If a New Hire Is Struggling, Give Them a Clear Plan to Improve
What do you do if a new hire is struggling in their role, and even dragging down your team? Prepare for a direct, and uncomfortable, conversation. The employee needs to know exactly how they're failing to meet expectations, so they can make the necessary changes. Share your concerns and ask for their point of view about what’s been happening. The employee may be grateful for the opportunity to clear the air and work on a solution together. You can start off by saying something like, “Boris, I want to talk about the last few weeks. You’re on track in some ways, but we need to make some adjustments.” Then give clear, specific feedback on how the employee should improve. Once you’ve done this, watch how the person responds. If you don’t see significant effort almost immediately, and real improvement over the next three to six months, you may have to take more-serious action.

Adapted from "What to Do When You Realize You Made a Bad Hire," by Liz Kislik

What to Do When a Promotion Is Threatening a Work Friendship

February 11, 2019

What to Do When a Promotion Is Threatening a Work Friendship

Having friends at work is good for your engagement and productivity. But what do you do when you’re up for a promotion that a work friend also wants? First, step back and get some perspective. Remind yourself that this is just one of many promotions that will come up in your career. Second, remember that the friendship is probably more important than who has what job. Talk to your friend about the situation, and defuse any tension that exists. Be clear that you don’t want to let the promotion affect the relationship. Finally, keep your feelings of self-worth in check. Promotions can be arbitrary and subjective; the decision isn’t always about who is better for the job, and it may even come down to factors outside your control. Think about how you’d like to react if the promotion doesn’t go your way — that way you’ll be ready for whatever happens next.

Adapted from “When You and Your Friend Both Want the Same Promotion," by Emma Seppälä and Christina Bradley

When Your Boss Is Shutting You Out, Find Out Why

February 7, 2019

When Your Boss Is Shutting You Out, Find Out Why

Does it seem like your boss is shutting you out? Excluding you from crucial meetings, not answering your questions, or ignoring your requests for support? This kind of situation is frustrating, especially if you don’t know why your manager is acting that way. The first thing to do is to verify whether your perception of what’s happening is accurate. Are your colleagues having similar experiences with the boss? If not, you may be missing some crucial context or information. If your perception is correct, think about what might have gone wrong and how you can rebuild the relationship. Have you overstepped in some area, or handled a project in way your boss didn’t like? You’ll likely have to initiate a conversation; try to show that you value your boss and want to set things right: “I realize that you haven’t wanted me to coordinate with marketing the way I used to. Have I done something that you felt didn’t represent the team well?” Take any feedback to heart, and use it to work on gaining back your manager’s trust.

Adapted from “What to Do If You Think Your Boss Is Shutting You Out," by Liz Kislik

To Run a Good Meeting, Get the Basics Right

February 6, 2019

To Run a Good Meeting, Get the Basics Right

Plenty of meetings are a waste of time. They’re unfocused, badly run, and way too long. But improving your meetings isn’t rocket science — work on getting the basics right. When planning a meeting, know why you are scheduling it in the first place. Having a specific goal in mind will help you create a useful agenda. Next, decide who truly needs to be there, considering the key decision makers, influencers, and stakeholders. If certain people should be in the loop but don’t need to attend, you can ask for their input beforehand and update them afterward. Open the meeting by clearly laying out its purpose and focusing people on the task at hand. As the facilitator, your role is to get attendees to feel committed to the outcome. When the meeting is over, take a few minutes to reflect. Did everyone participate? Were people distracted? What worked well, and what didn’t? Use your reflections (ask others for their thoughts, too) to keep improving for next time.

Adapted from “Why Your Meetings Stink—and What to Do About It," by Steven G. Rogelbe

Be the Same Boss in Stressful Times That You Are in Calm Time

March 11, 2019

Be the Same Boss in Stressful Times That You Are in Calm Times

How would your direct reports describe your behavior under pressure? Many bosses become emotional, controlling, and close-minded — which can have a hugely negative impact on their team’s morale and productivity. To lead effectively when the pressure is on, think about the team dynamic you want to build over the long term. Then think about whether your stress-driven actions support that dynamic or undermine it. For example, in normal circumstances you wouldn’t try to motivate people with fear or threats, so don’t do it during stressful times, either. Talk to your team about why you’re under pressure and what you need from them, and thank them in advance for putting in extra effort. And normally you wouldn’t get angry or shut down in tense conversations, so don’t let stress keep you from listening to others and engaging thoughtfully. Once this period of stress is over, your team will remember how you led during it — so make sure their memories are positive.

Adapted from “When Managers Break Down Under Pressure, So Do Their Teams," by David Maxfield and Justin Hale

The Best Response to Negative Feedback Is a Simple One

The Best Response to Negative Feedback Is a Simple One

" Many of us get defensive in response to negative feedback.
 We play the victim, sink into denial, or blame our circumstances — but these behaviors let our egos get in the way of important learning. 
Here’s a better way to respond, no matter what the feedback is or who’s giving it: 
“I really appreciate you taking the time and the effort to tell me. Thank you.” 
This response may seem simple (and it is), but it shows people you’re open to hearing what they have to say. 
As a result, they will be far more likely to speak directly to you when they have an issue, as opposed to going to your boss behind your back. 
That means you’ll have the chance to respond and improve the situation before it gets any worse. 
The added benefit?
 This response dramatically increases your ability to listen. When  you stop defending against feedback externally, you stop defending against it internally, too ! " - Peter Bergman . 
Courtesy : Harvard Business Review